隨著台灣工具機產業在國際市場的競爭環境情勢升溫，國內工具機業者面臨的是一個快速變化競爭市場，無論在追求成本降低、提升技術能力或未來企業成長，常需面對的是一連串的嚴峻市場挑戰。許多策略目標的達成或資源擷取，無法透過單一公司來執行與完成，故需靠其他夥伴公司的協助與支援，以達成目標。因此，工具機業裡，企業透過聯盟合作的模式來與夥伴共同創造價值與競爭力之個案層出不窮。本研究主要透過個案公司聯盟的價值活動之互動過程，來探討下列問題：
一、以聯盟理論角度檢驗三間個案公司之聯盟動機與型態
二、藉由聯盟時間前後期間聯盟價值活動，檢驗個案聯盟能力
三、檢驗公司規模極大差異下，對聯盟發展與聯盟能力之結果變化
研究發現，個案公司的聯盟基礎皆建立在公司未來規模發展、透過聯盟合作取得夥伴互補性資源，並將企業放大規模，以創造加乘效益，更提高集團產業競爭力。再者，個案中的焦點公司在具備聯盟經驗後，更進一步將經驗內化而成一套聯盟經驗價值創造流程。但是，對夥伴公司的資源配置，則採被動的態度，不干涉對方內務，以夥伴公司主動提出，才會釋出資源移轉，間接說明了本個案中，夥伴公司之個體能力：協調力與溝通力，作為夥伴在資源取得的過程中，極為關鍵之聯盟能力。最後，研究更發現公司規模差異程度與資源依賴性高低，會影響到夥伴企業在談判能力、聯盟治理能力、組織學習能力之成效表現。

Due to the global competition challenges are escalated and the individual company resource limitation problems, there are more and more companies acquire the complementary resource and ability from the alliance cooperation. The reasons of deciding the alliance cooperation is to acquire the new complementary resources or ability which cannot be transacted in the factor market. The other reason is the firms consider about the company future development and growing. However, the alliance capabilities become the key factors that allow the firms to select right partners, acquiring new resources or technology…etc. Finally, the firm will get the financial and Non-financial outcome from the alliance cooperation. In this research, we will take a T group cases from the machine tool industry to verify the follow three questions: (1) Take the theatrical view of alliance to verify the case companies alliance intention, motivation and patterns. (2) Verify the alliance capability from the value activities between the case companies, basing on the preformation and post formation stages (3) Verifying if the alliance partners’ company scale will affect the alliance capability outcome results or not. According to the research results, we can figure out as follow: The alliance intention and motivation of the three cases of companies are focused on the resource complementary and the company extension and development in the future. To the focal firm, they even focused on extending the group scale to minimize the cost and maximum the profit by supporting the value resource exchange. Furthermore, the T company created the alliance experience from ex-alliance cooperation with H company, then the T company tooled the same experience, and reaction in the next two alliance cooperation’s. The results are reflected to that the resource exchanging or value creation activities that input the complementary resource from T company shall be depended on the condition and communication capabilities of alliance partners’ . Finally, the research found the bigger company scale difference will positively affect the partners’ negotiation, governance, and inter-organizational learning performance.

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